Problem Solving, Planning, and Innovation. Part II. Speculations for Theory and Practice

Andrew H. Van de Ven

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Complex Systems and Decision Making Public Policy and Administration Research Management and Organizational Studies

Abstract

This paper argues that the Program Planning Model (PPM) provides a normative strategy of collective action for coping with complex problems. The argument is based on seven propositions which explain how the PPM guides complex problem solving in turbulent settings and avoids several basic limitations of alternative models of collfctive problem solving and decision making. The propositions represent new insights and speculative impressions that developed while conducting and reflecting on the longitudinal test of the PPM described in Part I of this paper (Van de Ven, 1980).

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1972A Garbage Can Model of Organizational Choice 1977Ambiguity and Choice in Organizations.1948Readings in Social Psychology.1975Group Techniques for Program Planning 2017Politics, Economics, and Welfare 1976Intelligence in a Democracy,1973Retracking America;: A theory of transactive planning 1977Redesigning the Future, a Systems Approach to Societal Problems

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2008Model, process, technique, and the good thing

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